Hugues Godefroy Email & Phone Number

São Paulo, Brasil

São Paulo Area, Brazil

São Paulo Area, Brazil

Sao Paulo- Diadema

São Paulo Area, Brazil

i conducted various project for consumer goods multinationals and brazilian companies such as GTM strategies, Category Vision, Organization assessment, Commercial Policy and Trade Terms , Customer selling stories, Integrated Marketing .

São Paulo Area, Brazil

M&A- Merger and AcquisitionsIn October 2008 Cafes Moka was acquired by Sara Lee Cafes do Brasil, and I designed and deployed the Integration Programs of both commercial teams considering Culture, Policies, and Processes. Reviewed and redefined the 5Ps strategy, integrating both companies product portfolios, creating the new Coffee Category Guidelines. Restructured Sales forces in Sao Paulo state, considering new customer segmentation, sales visits plans, Salesmen Profiles, increasing the Sales and Merchandising trade coverage plan.Changed the pricing Route-To-Market by creating a specific trade channel and terms for DTS- Direct To Store sales and dedicated promotional calendar, sharing credit risk exposure with Bradesco. Results 2010X 2009 : DTS active Customers increased by +16% ( Above 5000/Month), MOKA Brand gained +1.5 b.p. Share of Market, while Net Sales grew by +20% and Gross Profit by +44%.TALENT MANAGEMENT: Engaging PeopleAs primary guidance for commercial talent management strategies, I used the Global People Survey to introduce the Engagement Rate in the Sales Manager annual performance objectives. This KPI indicated the collective and individual willingness to go for the Extra Mile. From 2008 to 2012, Commercial Team Engagement rate went from 7.9 up to 8.9 / 10, while global benchmark at 7.3, and the overall commercial team Satisfaction rate reached 8.1 while global benchmark at 6.9 I created, shaped and implemented the Variable Pay Scheme Policy for the commercial team, aligned with business key strategic priorities. Variable pay scheme included Volume, Net Sales and Monthly Sales Phasing objectives at individual and team levels.In 2010 vs. previous FY, Volume growth expressed +14% while Gross Profit posted +41%. At same Fiscal Year, the Employee Survey revealed that Energizers among commercial team went from 58% in 2008 up to 75%, displaying a retention level of 75% among the 820 participants.

Sao Paulo Brazil

STRATEGIC VISION TO DELIVER STRONG RESULTS :I created the ATTAKC program- Accelerating Traditional Trade at Kimberly Clark, turning a trade channel based sales structure into Geographical Business Units. I redefined the job descriptions and roles of sales senior managers, segmented the customer database, and redefined the Trade Terms policy and Trade Terms investments. According to customer segments I defined the 5Ps strategies for each exclusive elected distributor. After 3 years, ATTAKC Distributors were accounting for 70% of the Down the Trade Channel sales which was worth 54% of total KC Brazil Net Sales ValueThe ATTAKC program and its methodology have been exported as best practice to Central America, Andeans, Asia, and Russia, while KC gained the national Brazilian market leadership in Diapers and bath Tissue, being recognized as preferred supplierAt Kimberly-Clark, from 2002 to 2006, Net Sales value was X2 and EBIT X15.MANAGING COMMERCIAL PROCESSES: I idealized and led the ELOS initiative, to improve the S&OP process ate KC based on 4 pillars:Processes: Improved Demand planning , and Distribution Centers repositionAnalysis: Introduced new dimensions in Demand Forecasting and Planning, such as Critical Product Skus, Regional CD demand, Commercial Demand, In-Bound, Out-Bound, Delivery, and Payments Lead times.. People: Redefined the DMU of the S&OP, Integrated the variable pay scheme policy for the Sales and Merchandising forces, promoted technical training sessions, and the internal and external communication plan. Technologies: I shaped the commercial guidelines to reset the Forecast To Stock (FTS) and Order To Cash (OTC) SAP sub-processes fully integrated in a unique S&OP Tool.End of 2007, the monthly last week sales revenue, was less than 30% of total month sales, while in 2005 this weight was above 50%; the Demand forecast accuracy KPI performed above 97%, while Out Of Stocks at regional CD lower below 1% and OTIF rate exceeded 95%.

Sao Paulo- Brazil

SHOPPER MARKETING: Managing Innovation I early implemented an Increase Transaction (Shopper Purchase Ticket Value ) strategy in the Toilet Tissue category, while promoted a Numerical Distribution increase roadmap for the double ply NEVE brand. Launched the multi-packs of NEVE bath tissue rolls with 12, 16, 24, 32 units. At same time NICE local brand was replaced by global SCOTT tissue brand.From 2006 till 2008 ,Neve Multi-Pack sku`s sales totaled above 70% of the Total NEVE Brand sales, growing above 2 digits p.a. in the period, and the total KC Double Ply Bath Tissue sales reached more than 50% with a double profitability rate vs. single ply bath tissue

Sao Paulo, Brazil

Porto Alegre Area, Brazil

Aix En Provence, France

TRADE MARKETING: Consumers, Shoppers and UsersRealized Geo Marketing and Micro Marketing methodologies for Geant (retailer Casino Group) hypermarkets in France. I pioneered the combined usage of Category Management, Geo Marketing and Micro Marketing in the Pet food category to redefine the 5Ps POS strategies resulting in +20% sales one year later. This methodology has been used by Casino in other categories and regions.This case has been presented in the ECR Europe congress in 1996 as a pioneer case of Supplier and Customer Joint Business Development Plan.

Paris Area, France

France

La Rochelle Area, France

S&Op Certification, Supply Chain

Category Management Certification, Shopper Marketing

Master Of Business Administration (M.B.A.), Business Administration And Management, General, Mestrado